How May the Guidebook Help You Influence Human Behaviour?

The example about Tessie shows that people consider the consequences as they decide how to behave. The normal case is: You keep doing the work you have always done in the same manner in order to please your boss or to gain a certain benefit. Maybe you have learned that by doing it this way you will not get into trouble. Why should you think of changing your behaviour in a new way that might be risky?

On the other hand, some people are more inclined to bring about change, challenge the status quo and innovate to benefit the organization.
Good leaders understand, appreciate and accommodate these different attitudes and behaviours. They encourage positive behaviour and discourage negative behaviour. 

Training is one way to build effective behaviour. Can training alone influence human behaviour? The simple answer to this question is “No”: people are not willing to adopt new ideas and to change the way they do things unless they are sure that there will be positive consequences. 

This means that when we ask people to change their behaviour it will take place more readily if we show them the expected benefits - and the lack of negative consequences. Leadership has a dual obligation: they must point out the benefits of changing behaviour and at the same time they must show appreciation when people change their behaviour to the positive side. 

Due to the importance of these concepts, we have dedicated this section of the Guidebook to “Human Behaviour”. This section provides ideas for improving human behaviour - proven ideas that can bring about positive changes very quickly. It takes little time to learn about holding Effective Meetings, and it costs nothing to do them. Yet, you may find the benefits to be great. 

Each of those chapters includes basic concepts, self analysis, the successful experience of others, lessons learned, activities to help you improve human behaviour in your organization and links for more information on the subject.